Report: Talent Management at JW Marriott Phu Quoc Emerald Bay

This report provides an in-depth analysis of the talent management practices at the JW Marriott Phu Quoc Emerald Bay Resort & Spa. It begins by outlining the five key steps of talent management: acquisition, onboarding & engagement, development, retention, and succession planning. The report then examines how JW Marriott implements these steps, highlighting specific strategies such as the global talent acquisition team, virtual onboarding programs, employee training, and retention strategies that foster a strong workplace culture. Furthermore, the report details how the hotel identifies and develops future leaders. Finally, the report concludes with a personal reflection on how an individual talent, with a focus on skillset, mindset and heartset, can seek a future within the organization, emphasizing the opportunities for professional and personal development within the hospitality industry.

Running head: MANAGEMENT
Talent Management
Name of the Student:
Name of the University:
Author Note:

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Executive Summary:
The report aims at providing an insight into the talent management of a five star hotel.
The hotel chosen for this particular report is JW Marriott Phu Quoc Emerald Bay Resort & Spa.
The hotel is a luxury destination located in the Khem Beach. The hotel boast of various
prestigious awards and is a place where guest can enjoy the luxury of the seafront
accommodations. The hotel has five differently themed bars and restaurants with different styles
and cuisines where guests can savor amazing cocktails and dining. Here, the report focuses on
the five steps of the talent management. It also identifies how JW Marriott Phu Quoc Emerald
Bay Resort & Spa implements the process of talent management. The report also reflects on how
an individual talent might seek a future within the organization.

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Table of Contents
Introduction:....................................................................................................................................2
Five steps of Talent Management (TM)..........................................................................................2
1. Acquisition:..............................................................................................................................2
2. Onboarding & Engagement:....................................................................................................2
3. Development:...........................................................................................................................3
4. Retention:.................................................................................................................................3
5. Succession Planning:................................................................................................................4
Implementation of the Talent Management Process at JW Marriot................................................4
How As a Talent I can Seek Future in the Organization.................................................................6
References:......................................................................................................................................7

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Introduction:
Five steps of Talent Management (TM)
The five steps of talent management are as follows:
1. Acquisition: It primarily refers to talent acquisition which is a method of finding and
attaining the expert human labour in order to fulfil the organizational needs and thereby meet the
requirement of labor (Sahay, 2014). When it is used in context of HR profession and recruitment
then it generally referred to talent acquisition team within department of HR. This team within
the company has the responsibility of acquiring, finding, hiring and hiring suitable candidates for
filling the roles required for meeting the goals thereby filling the requirements of a project.
Talent acquisition as unique function is a new development. In various companies recruitment is
still considered as an unclear function of the HR. Thus, there was this need for different
designation of the talent acquisition for meeting the unique and the advanced functions. In fact,
acquisition of talent represents a strategic function of the organization that not only encompass
procurement of talent but also the functions of workforce planning that includes talent pipelining,
forecasting, assessment and development
2. Onboarding & Engagement: Onboarding refers to the procedure of brining in newer
employees into the organization (Schiemann, 2014). The focus of onboarding lies in providing
every little thing that the new hire requires for accepting the job. It is a time consuming process
and might extend for months and weeks. The process of onboarding therefore includes:
 Communication with a new employee prior to the first thereby helping them to prepare.

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 Enabling the employees in learning about the organization and getting them acquainted
with the coworkers.
 Put forward clear expectations regarding the work responsibilities
 Providing them with an extensive job training.
 Providing the employees with all the facilities like office supplies and computer.
On the other hand, employee engagement refers to the emotional commitment that employee
develops with not only the organization but also its goals(3). Those employees who are highly
engaged seem to be passionate and motivated about work thereby giving in their best
performance and enthusiastically goes the additional mile and rises to newer challenges.
However, some of the benefits of employee engagement for the organization include improved
greater level of productivity, higher product quality, improved levels of profitability and sales,
greater employee and customer loyalty, lesser absenteeism and reduced turnover.
3. Development: Talent development particularly focuses on the development of the
skills and competencies of employees (Davis et al. 2016). It is primarily related to organization
putting across the learning tools and opportunities for developing the overall career. The aim of
the talent development lies in creating a place where the people are not only engaged but have a
higher work performance and is continuously learning as well as growing. Development is also
concerned with the implementation of the training program that are considered as great means
that aid the people in developing a special skill set. On-job process of learning from the co-
workers enables candidates in acquiring skills and developing knowledge in a personalized
manner.

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4. Retention: It refers to employee retention in an organization for a long term (Oladapo,
2014) .Every organization is able to groom the new employees into the skilled personnel in order
to retain them for a longer time period. It also undertake various measures such that the
individuals can continue to work in the organization for a longer time. In fact, employee
retention fosters effective association between management and employee for the long term. It
has been found that organization with experience and skilled workforce ensures increased
productivity while the organization having a poor culture of employee retention is hardly able to
grow as expected. Thus, creation of efficient retention strategies is one of the most vital jobs as
manager of the organization.
5. Succession Planning: It represents a process of talent management that help in
building pool of the trained workers for filling the main roles when any leader or crucial
employee resigns or steps down (Gothard & Austin, 2013). Organizations with programs related
to succession planning is able to nurture a culture based on talent orientation through recruitment
of the skilled workers or the top talent. Once the recruitment is over, the business then focus on
the development of the skills, knowledge and expertise of the worker so that they are able to take
up leadership roles in case of loss of talent due to turnover and the organization growth.
Implementation of the Talent Management Process at JW Marriot
As far as, acquisition of talent is concerned, JW Marriot has a specialized team for
carrying out the operations of global talent acquisition (hotelmanagement.net, 2020). The team
comprised of two vice presidents, senior director, human resource consultant, director of human
resource, manager, and senior manager for talent acquisition and the project manager. JW

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Marriot tries to get hold of the best talent thereby leveraging relevant techniques and tools while
looking towards consistent experience of the associates, applicants and the hiring team.
When it came to onboarding and engagement, JW Marriot simplified the process
through a virtual onboarding program. The programs has been intranet based and enabled in
targeting various geographies (marriott.com 2020). The program put across by the five star hotel
has been paper based and the recruits not only required to print the materials but also reviewed it
all by themselves. The virtual onboarding process, known as Voyage, offered new hires with
central online destination for accessing HR resources as well as training thereby providing a
drive to start their career. The program ensured 65 newer hires and had features like webcasting,
social media integration, access of mobile device and the functions of customary learning
management. In other words, the system allows the new hires to effectively, quickly and
confidently assimilate into the culture of Marriott.
As far as development of talent is concerned, JW Marriot has an orientation program in
order to ensure that new staffs have the required skills for performing effectively
(careers.marriott.com, 2020). The aim of the program lies in introducing the new hires to the
culture and brand of the hotel. Besides, employees are not only provided hourly training but also
trained in the discipline related skills required for the individual positions. The hotel also
provides core training in management that includes extensive interaction, performing hands on
activities, pre and the post evaluation and the action plan.
JW Marriot ensures retention of the talent through is its culture. There is an unusual
frequency within the organization that not only creates a family bonding but also enthusiastic

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about the workplace (Gallagher, 2015). The average tenure of a hotel manager at JW Marriott
has been found to be 25 years. In fact this kind of culture runs through DNA of JW Marriott.
As far as the succession planning is concerned, JW Marriot makes it a point in
identifying the top performers in proving them in challenging situations and also gain experience
in key competencies like finance, operations and the human resource for becoming successful
future managers(wsj.com, 2017). Family members should start at the bottom of organization in
order to know the business and appreciate skills of the other talents.
How As a Talent I can Seek Future in the Organization
As far as my heart set and mind set in concerned I would like to seek a future in one of
the renowned five star hotels like JW Marriot. As far as my skillset is concerned being a trainee
at JW Marriot will not only help in personal but also professional development. The virtual
onboarding and the training programs will not only help me in improving my professional skills
but also my commitment towards serving guests. Hospitality will also provide me with an
opportunity of working in multi-cultural environment and develop the required efficiency.
I also possess exceptional interpersonal skills that will allow me to work and ensure
delivery of exceptional results. My professionalism will also help me in fitting beautifully and in
the process will act as great addition to team. The combination of experience and skills that I
possess will help me in standing out from the crowd. As part of the big team, my ability to work
and communicate with people from various backgrounds will also act beneficial for the
organization. In other words, I can say that the hospitality industry is a pleasant and interesting
domain to be involved with.

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References:
careers.marriott.com, (2020). Retrieved from http://careers.marriott.com/jw-marriott-careers/
Davis, T., Cutt, M., Flynn, N., & Mowl, P. (2016). Talent assessment: A new strategy for talent
management. Routledge.
Gallagher, L, (2015). Why employees love staying at Marriott. Retrieved from
https://fortune.com/2015/03/05/employees-loyalty-marriott/
Gothard, S., & Austin, M. J. (2013). Leadership succession planning: Implications for nonprofit
human service organizations. Administration in Social Work, 37(3), 272-285.
hotelmanagement.net, (2020). Retrieved from https://www.hotelmanagement.net/human-
resources/hr-marriott-employee-training-and-development-program
marriott.com,(2020). Retrieved from
https://www.marriott.com/Multimedia/PDF/Marriott_Management_Philosophy.pdf
Oladapo, V. (2014). The impact of talent management on retention. Journal of business studies
quarterly, 5(3), 19.
Sahay, P. (2014). Design thinking in talent acquisition: a practitioner’s perspective. Strategic HR
Review, 13(4/5), 170-180.
Schiemann, W. A. (2014). From talent management to talent optimization. Journal of World
Business, 49(2), 281-288.

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wsj.com, (2017). Succession Planning in a Family Business. Retrieved from
https://www.wsj.com/articles/succession-planning-in-a-family-business-1494381780